Exploring Corporate Strategy: Text and cases

by Johnson, Gerry; Scholes, Kevan

• ISBN13: 9780273651123
• ISBN10: 0273651129
• Edition: 6th
• Format: Paperback
• Copyright: 2002-01-01
• Publisher: Prentice Hall

Summary

Text and Cases edition. Strategic Management at all levels both in UK and Europe. Europe's most successful strategy textbook with combined total sales of more than 500,000 covers all the underlying concepts, analytical methods and processes of development, selection, formulation and implementation of strategy. Thoroughly revised, this 6th edition promises to be the best yet. For the first time ever the authors introduce the concept of viewing strategy through three separate lenses: 1) the tradition design view of strategy, 2) the notion that strategy can arise from experience and culture; and 3) the notion that strategy can be a product of emergent ideas.

Table of Contents

(NOTE:Each chapter begins with an Introduction and concludes with a Summary, Recommended Key Readings, References, Work Assignments and Case Examples.)

I. INTRODUCTION.

1. Introducing Strategy.

The Nature of Strategy and Strategic Decision. Strategic Management. Strategy As a Subject of Study. Strategic Management in Different Contexts.

2. Understanding Strategy Development.

The Strategy Lenses. Strategy Development Processes in Organizations. Implications for Strategy Development.

II. THE STRATEGIC POSITION.

3. The Environment.

The Macro-environment. Industries and Sectors. Organizational Fields. Markets. Opportunities and Threats.

4. Strategic Capability.

Critical Success Factors. The Strategic Importance of Resources. Competences and Core Competencies. Delivering Value for Money. Performing Better Than Competitors. Robustness. Strengths and Weaknesses.

5. Expectations and Purposes.

Corporate Governance. Stakeholder Expectations. Business Ethics. The Cultural Context. Communicating Organizational Purposes.

Commentary on Part II: Coping with Complexity: The Business Idea.

III. STRATEGIC CHOICES.

6. Corporate-Level Strategy.

The Corporate Parent: Value Adding or Value Destroying. The Corporate Rationale. The Corporate Portfolio. The Extent of Corporate Diversity. Corporate Control. Corporate-Level Competition.

7. Business-Level Strategy.

Forces Influencing Business Strategy. Bases of Competitive Advantage: The Strategy Clock. Sustaining Competitive Advantage. Competition and Collaboration. Game Theory. Competitive Strategy in Hypercompetitive Conditions.

8. Directions and Methods of Development.

Directions for Strategy Development. Methods of Strategy Development. Success Criteria.

Commentary on Part III: Strategy Selection.

IV. STRATEGY INTO ACTION.

9. Organizing for Success.

Structural Types. Processes. Relationships and Boundaries. Configurations. Organizational Dilemma.

10. Enabling Success.

Managing People. Managing Information. Managing Finance. Managing Technology. Integrating Resources.

11. Managing Strategic Change.

Diagnosing the Change Situation. Change Management: Styles and Roles. Levers for Managing Strategic Change.

Commentary on Part IV: Strategy Into Action.

Case Studies.

A Guide to Using the Case Studies.

Case Studies.

Corus. ASM Lithography. Ericsson and The Creation of the Mobile Telephony Systems Business. Building Excellence at STMicroelectronics. The Pharmaceutical Industry, 2000. Irish Ports. KPN—Telecommunications Strategies for the Twenty-First Century. Amazon.com—From Start-up to the New Millennium. Car Dealers in the Headlights. The Formula One Constructors. Broken Hill Proprietary (BHP) Company Limited—Turnaround Strategy. Viking Sewing Machines AB. Learning the Governance Lessons of Tomkins. Sheffield Theatres Trust. No One Loves You, Baby: The Child Support Agency. Thorntons PLC. The Sale of Burmah Castrol to BPAmoco. The News Corporation. The Royal Bank of Scotland Group. CRH PLC: An Evolving Strategy. Ryanair—The Low Fares Airline. BMW Automobiles. South African Breweries. The Brewery Group Denmark: Faxe, Ceres and Thor. Barclaycard. WH Smith PLC. GlaxoSmithKline—A Merger of Equals? Snappy Snaps. Coopers Creek and the New Zealand Wind Industry. Enterprise Resource Planning at Topps International Ltd. General Motors Brazil. ScottishPower Learning. Tetra Pak Converting Technologies: A Project-based Organization. KPMG (A): Strategic Change in the 1990s. KPMG (B): Developing a Global Firm. Marks and Spencer. Downfall at Xerox.

Glossary.
Index of Companies and Organizations.
General Index.